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This article concerns the implementation of the proposals from the Crime and Disorder Act Review. The Review focused on developments in policy and practice in crime and disorder reduction partnerships (CDRPs) and community safety partnerships (CSPs) since the introduction of the Crime and Disorder Act (1998). These developments, the recommendations promulgated by the Review and their implementation are all discussed.

Newspapers provide the context to how the public understands the role of race and gender in America. Both are portrayed commonly as having lost their power. Taking an intersectional approach, here I examine the role race and gender play in black newspaper coverage of Michelle Obama from August 2008 through July 2009. Analyzing 31 papers, gathered from Ethnic NewsWatch, I examine 175 articles, notes, and editorials that addressed the first lady in some capacity. Most narratives highlighted traditional first lady duties, her “family” values and fashion. Female reporters were focused on Obama's values and duties before the election, but emphasized her duties and looks after. Although from December, their reporting was more diffuse, having no particular focus, male reporters also focused on her duties pre-election, but values and looks were relatively unimportant. Race remained an important element in many narratives, especially for male reporters. It was mostly invoked in ways that were ceremonial and abstract, with little attention to the specific plight of black communities. In contrast, female reporters made the intersection of race and gender important (both before and after the election), and Obama's looks (particularly after). Overall, these papers were supportive; and they almost appear in awe of a black family in the White House. As a result, little attention was given to exploring how “change you can count on” would affect black America particularly.

As the First Lady, Michelle Obama stated that she had a number of priorities but that the first year would be mainly about supporting her two girls in their transitions to their new life in the White House. Her choice to be mom-in-chief drew unusually intense and rather puzzling, scrutiny. The chapter briefly discusses the range of reactions along the political spectrum as well as African-American feminists’ analyses of the stereotypes of Black women underlying those reactions. This analysis engages the debates from a different perspective. First, the chapter addresses the under-theorizing of the racialized gender norms embedded in the symbolism of the White House and the role of First Lady. It challenges the presumption of traditional notions of true womanhood and the incorrect conclusion that mothering would preclude public engagement.

Second and most importantly, this chapter argues that there are fundamental misunderstandings of what mothering meant for Michelle Obama as African-American woman. Cultural traditions and socio-historical conditions have led Black women, both relatives and non-kin, to form mothering relationships with others’ children and to appreciate the interdependence of “nurturing” one's own children, other children, and entire communities. Those practitioners whose nurturing activities encompassed commitment and contributions to the collectivity were referred to as community othermothering. Using primary sources, this chapter examines in detail Michelle Obama's socialization for and her practice of community othermothering in her role as First Lady. Attention is focused on her transformation of White House events by extending hospitality to more within Washington, DC, and the nation, plus broadening young people's exposure to inspiration, opportunities, and support for setting and accomplishing their dreams. Similarly, the concept of community othermothering is also used to explain Michelle Obama’s reinterpretation of the traditional First Lady's special project into the ambitious “Let's Move” initiative to end childhood obesity within a generation. The othermothering values and endeavors have helped establish the White House as “the People's House.”

To detail the revised Essential #1.

This is a description and case study of Essential #1.

This article includes the following elements: details of the rationale behind the revisions to the Essential; highlights of the specific changes to the Essential; and definitions of the key concepts related to the Essential.

This article provides the following: a “Deepening Our Learning” section, with a description of the Essential in action that might help others to integrate this ideal into their teaching and teacher education practices; and a reflection on potential impacts of the new elements of each Essential on existing or new PDS work.

This article provides a description and application of the revised Essential #1.

In this beginner’s guide, the authors review considerations for format selection decisions. There is no one‐size‐fits‐all solution when it comes to how libraries make format choices. Ultimately, these decisions will vary depending on a library’s specific needs as outlined by its mission statement and collection development policy. Factors such as content, functionality, longevity, users, and cost play important roles in determining the most suitable option.

Today's competitive market is very dynamic. New rivals emerge and customer expectations change—sometimes overnight. This case illustrates the following elements of supply chain management: Offshoring, Global Network Design, Country Selection and Facility Location.

The quality of organizational leadership can have a significant impact on organizational success and employee well-being. Some research has shown that leaders with secure attachment styles are more effective leaders, but the connection between different attachment styles and different leadership styles is unclear. Relationships between attachment styles and leadership styles were examined in this study. University personnel completed the Relationship Questionnaire and the Multifactor Leadership Questionnaire. Pearson correlation and multiple regression analyses revealed positive correlations between transformational leadership and secure attachment and negative relationships between transformational leadership and insecure attachment styles. Results of this study may help leaders recognize the relationship between their attachment style and their ability to increase organizational effectiveness and to decrease turnover.